For global organisations that are aspiring to grow, Asia continues to be the “centre of the world”, offering a promising landscape for future expansion and sustainable growth. To win in Asia and serve customers better requires prioritising the development of Asian leaders who best understand the region’s culture and opportunities.
In our Global Asian Leader 2.0 research, one of the dynamics we highlight is the tendency for Asian leaders to hit a “bamboo ceiling”, particularly during their transition from regional to global roles. To really break through this “bamboo ceiling”, organisations need to identify more effective enablers, including a stronger and more systematic ecosystem of support.
Current challenges faced by Asian leaders in their pursuit of global roles
From both our Global Asian Leader 1.0 and Global Asian Leader 2.0 research, we see three types of roadblocks getting in the way for Asian leaders. These are: organisational roadblocks, roadblocks coming from the individuals themselves, and roadblocks at the country level. In certain cases, it may be the infrastructure in the country and its ability to equip talent with the skills that is needed. In other cases, the willingness of the individual to go out and gain exposure from other countries may be missing. The development of a global mindset also involves exposure to diverse perspectives, gained through numerous interactions with others from diverse backgrounds across different markets.
Leveraging the natural strengths of Asian leaders
Organisations can improve their ability to recognise and fully leverage the key strengths of Asian leaders, such as humility and agility. Building on the strength of humility, Asian leaders can further enhance their ability to promote unity, inclusivity, and an open mindset across their organisations. These qualities can facilitate more meaningful connections with stakeholders from diverse backgrounds. Asian leaders also tend to excel in making swift decisions and aligning the related actions within a constantly changing and dynamic landscape. This kind of leadership agility can be leveraged more systematically by the organisation by empowering these leaders to drive the transformation agenda and creating a more significant and lasting impact in the future.
Leveraging the strength of Asian leaders involves an ecosystem of stakeholders, including line managers, sponsors, HR and other senior leaders at the executive team and board level; all with a global and aligned mindset.
Five ways for organisations to maintain a steady pipeline of globally ready Asian leaders
Organisations must take deliberate steps to nurture local talent and provide their Asian leaders with the necessary tools and opportunities. Here are five key steps that organisations should consider:
- Reflect: Align on what is needed in leadership roles and the importance of Asia in the organisations’ global strategy.
- Take stock: Evaluate the leadership inventory in the region, including the key capabilities and leadership gaps of Asian talent.
- Enable access: Remove challenges that Asian leaders may face, such as inherent biases and trust issues, in being considered for regional and global roles.
- Enable success: Help Asian talent develop global leadership capabilities through development programs, rotations, coaching interventions, and mentoring to set them up for success in global roles.
- Sustain: Establish a robust development ecosystem, facilitating cross-cultural knowledge sharing to nurture a continuous pipeline of globally prepared Asian leaders.
Five essential leadership traits for global success
From an Asian leaders’ perspective, to overcome cultural hardwiring and excel in global roles, they must cultivate a rich tapestry of skills and qualities that transcend borders and bridge diverse perspectives.
The five must-have traits and capabilities that an Asian leader should demonstrate to be successful in global roles are:
- Courage: Asian leaders who want to pursue a global role must have the courage to take the leap of faith and find comfort in discomfort.
- Curiosity: Curiosity to experience new situations, embrace new cultures, or live in different parts of the world will make one’s leadership journey a valuable experience.
- Trust: Trusting people across different cultures is also key to developing meaningful relationships in a new environment, making it easy to get work done across different offices in different countries.
- Ability to influence: Being able to influence decisions via compelling communication is an extremely useful skill in managing “workplace politics”. This will in turn help to build consensus, and drive positive change within the organisation, ultimately contributing to a more harmonious and productive work environment.
- Strategic thinking: Strategic thinking or wearing a global hat while making decisions will drive significant impact to the organisation. This involves thinking long-term, examining micro and macro shifts in business and economy, displaying astute commercial acumen, and effectively resolving resource conflicts.
The global Asian leadership pipeline has faced challenges over the last few years and progress has been slower than expected. Overcoming these challenges requires re-investing in removing some of the barriers. It involves better leveraging Asian leader strengths, increasing exposure, and taking new approaches to form a stronger ecosystem of support. For global organisations that continue to expand in Asia – the time to re-invest and amplify the full potential of their Asian leaders is now.
About the author
Elisa Mallis is the Managing Director and Vice President of Asia-Pacific for the Center for Creative Leadership (CCL). She leads CCL’s efforts in southeast Asia, India, North Asia, and Australia to accelerate the leadership development and results of clients throughout the region. She has over 20 years of experience as a business leader focusing on transformational change, human capital strategy, and sales and marketing. Currently, she is also serving as a Board member for the American Chamber of Commerce in Singapore’s Board of Governors.
